1. Vision & Mission Welcome to this …… module.
These module resources have been developed by Sarah Stevenson from Plymouth University.

2. Vision vs. Mission A study by Bain and Company indicated
that organizations that have clearly defined
Vision and Mission statements
that are aligned with a strategic plan,
outperform those who do not.

3. Vision – what is it?
the guiding principle for a social enterprise – it’s the ‘reason why’
states the core purpose of the business
a long-term principle
Defines the optimal desired future state - the mental picture of what an organization wants to achieve over time;
Social Enterprises are invariably designed as a facility to create change or improvements, to a service, a product or a way of doing things. Underneath all of this is the reason why (the vision) the need for change or improvement is so important.
The vision, which needs to be adhered to by all who are involved with a Social Enterprise, will define how the organisation develops over time. It will become the standard against which all new projects should be considered. If they don’t allow the vision to be realised then questions should be asked about the purpose of undertaking such projects

4. A Vision Statement:
Provides guidance and inspiration as to what an organization is focused on achieving in five, ten, or more years;
Functions as the "north star" - it is what all employees understand their work every day for;
Is written in an inspirational manner that makes it easy for all employees to repeat it at any given time.

5. Visions should be memorable be defined from the start be clear
be inspirational – and aspirational
be memorable
be defined from the start
be clear
be used as a framework for monitoring and evaluation
A vision needs to be shared, have shared ownership in order to be successful. It is the ‘hook’ that will engage others.
Social Enterprises that have a clear vision will provide everybody with a clear sense of organisational direction and development. It should make it clear to everybody exactly what the purpose of the Social Enterprise is.

6. Social Enterprises are invariably designed as a facility to create change or improvements, to a service, a product or a way of doing things. Underneath all of this is the reason why (the vision) the need for change or improvement is so important.
The vision, which needs to be adhered to by all who are involved with a Social Enterprise, will define how the organisation develops over time. It will become the standard against which all new projects should be considered. If they don’t allow the vision to be realised then questions should be asked about the purpose of undertaking such projects

7. Mission – what is it? a practical statement
informs how and what a Social Enterprise
must do to deliver it’s mission
may change with time
“If the business plan can be considered the road map of your social enterprise and the vision is the direction in which you are going, then the mission statement consists of the street signs to get there” Alter, KS 2000.
If the vision is the ‘why’ then the mission is the ‘how’. It should say something specific about the Social Enterprise and avoid meaningless platitudes
Alter, KS 2000 ‘Managing the Double Bottom Line: A Business Planning Reference Guide for Social Enterprises’ Pact Publications.

8. What is a Mission Statement?
Defines the present state
or purpose of an organization;
Is written in the form of a sentence or two,
but for a shorter timeframe (one to three years)
than a Vision statement;
Is something that all employees
should be able to articulate upon request.

9. Answers three questions about why an organization exists –
WHAT it does; WHO it does it for; and HOW it does what it does.

10. Vision and Mission - What's the difference and why does it matter?
A mission and a vision are statements that have been written to guide certain actions and future states:
A mission is what an organization does, its action;
a vision is what an organization would like to
happen as a result of the action that it does.
Mission equals the action;
vision is the ultimate result of the action.

11. Mission answers the question:
“What would not happen if we were not here as an organization?”
Or more positively:
“What change is achieved because we exist?
Vision answers the question:
“What are the results, the ends, the consequences of our action?”
Vision looks forward; mission looks at today.

12. Vision & Mission – the difference
What
The ‘dream’
The ‘plan’
Key Characteristic
Inspirational, clear, easily communicated
Identifies how the ‘dream’ will be fulfilled
Time Frame
Long term
Short – Medium term
The vision describes how the future will look if the social enterprise achieves its mission – it can be described as the preferred future
The mission explains what the social enterprise does, for whom and the benefit.
Although missions may be completed, the vision behind it frequently remains in place in a Social Enterprise. It is at this point that a new mission to help fulfill the dream may be created

13. Effective vision statements:
MOTOROLA
„Everything will turn out alright if we just keep in
motion, forever moving forward.”
MARRIOTT
„See the good in people, and try to develop those
qualities.”

14. Examples of effective Mission:
Nissan:
"Nissan provides unique and innovative automotive products and services that deliver superior, measurable values to all stakeholders in alliance with Renault."
Mercedes:
„We invented cars, now we’re passionately shaping
their future”.

15. Ford:
„We are a global family with a proud heritage passionately committed to providing personal mobilityfor people around the world.”

16. BBC: Vision & Mission Our vision
Our mission
To enrich people's lives with programmes and services that inform, educate and entertain.
Our vision
To be the most creative organisation in the world.

17. Activity
What are the Vision, Mission and Values in your workplace? Where and how are they communicated? Do they reflect the nature of your organisation?
If they are not explicit, find a similar organisation where they are clearly defined.
Record your thoughts in your learning journal.

18. References
Alter, KS 2000 ‘Managing the Double Bottom Line: A Business Planning Reference Guide for Social Enterprises. Pact Publications.
BBC –
The Big Issue -
Cooperatives UK -
Ethical Property Plc -
Rise –
Social Enterprise Coalition -